Organizational maturity model pcmm

Organizational Maturity
Model PCMM
Creators: Saideh Saadat Motlagh & Mahmood Oskooei
Tehran University
MBA
Code: 38
Date: 13/11/2014

• Names: Saideh Saadat Motlagh & Mahmood Oskooei
• University: Tehran University MBA
• Code: 38
• Date: 13/11/2014
• Email: moskooie@yahoo.com

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Contents
Introduction To Organizational Maturity Model
Variety Of Organizational Maturity Models
PCMM

What is a Maturity, Maturity Model, and why use one?
• Is the level of organization’s readiness and experience in relation to people, processes, technologies and
consistent measurement practices.
• The use of a maturity model allows an organization to have its methods and processes assessed according to
management best practice, against a clear set of external benchmarks. Maturity is indicated by the award of
a particular "Maturity Level". A maturity Level assessment upon an organization's portfolio, program and
project management, or other possible approaches will provide the following benefits:
- A known Maturity Level, with precise recommendations on how to improve
- Ability for organizations to compare their Maturity Level with other organizations, or other parts of their
own organization.
- A big improvement on self-assessments
- A consistent set of questionnaires and scoring
- Independently verified and certified
- An independently held set of "benchmarks".
Evaluation
Introduction- What Is Maturity Model

Introduction-The Stages
• Stages of organization maturity levels are:
Informal
1
Documented
2
• Ad hoc
• Initial
• Chaotic
• Inconsistent
• Emerging
• Managed
• Standardized
• Isolated
• Repeatable
Integrated
3
Strategic
4
• Defined
• Structure
• Measured
• Competent
• Aligned
• Disciplined
• Predictable
• Quantitatively
• managed
Optimized
5
• Adaptive
• Opportunistic
• Synthesized
• Proactive
• Agile
Excellence Cycle

Variety Of Organizational Maturity Assessment Models-I
What Maturity Models are available?
Symbol Symbol Description Description
P3M3 Portfolio, Program and Project
Management Maturity Model
Carried out by a Program and Project Management. The overarching P3M3 model is made up of three sub-
models;
- PfM3 – Portfolio Management Maturity Model.
- PgM3 – Program Management Maturity Model.
- PjM3 – Project Management Maturity Model.
Consists of five maturity levels, seven perspectives, attributes and generic attributes. External assessment
process providing verified evidence of maturity at five levels: Recognition, Repeatable, Defined, Managed,
Optimized. Perspectives considered are; Management control, Benefits Management, Financial Management,
Risk Management, Organizational improvement, Organization Governance, Resource Management.
CMM Capability Maturity Model Capability Maturity Model is to develop organizational processes and provides a framework for organizational
processes improvement which is step by step. It is now largely used in software development organizations.
The model describes a five-level evolutionary path of increasingly organized and systematically more mature
processes. CMM was developed and is promoted by the Software Engineering Institute (SEI), a research and
development center sponsored by the U.S. Department of Defense (DoD). CMM's Five Maturity Levels;
initial level, repeatable level, defined level, managed level, optimizing level.

OPM3 Organizational Project Management
Maturity Model
The purpose of this model is to help organizations to understand organizational project management
maturity and assess it in comparison to the best practices of organization project management. In 1998,
PMI chartered the OPM3 Program to develop an organizational project management maturity model to be
a global standard. OPM3 offers the key to organizational project management (OPM) with three
interlocking elements:
- Knowledge
- Assessment
- Improvement
It benefits the organization with, Strengthening the link between strategic planning and execution, so
project outcomes are predictable, reliable, consistent, and correlate with organizational success.
Identifies the best practices which support the implementation of organizational strategy through
successful projects. Identifies the specific capabilities which make up the Best Practices, and the
dependencies among those Capabilities and Best Practices.
KM3 Knowledge Management Maturity Model The purpose of this model is, knowledge sharing, top-down flow of the information, measurement systems,
organizational learning, Organizational Knowledge, Knowledge-based organization, the knowledge sharing
process-driven, continuous improvement process and organizational self-actualization. The levels of this
model could be named as: Initiate, Develop, Standardize, Optimize, Innovate. Informal and inconsistent KM
processes; establishment of a KM strategy that is tightly linked to the business strategy; refining the KM
processes into standard replicable methodologies; expansion of KM strategy through out the
organization; continuous improvement, Institutionalization and breakthrough innovation.
Variety Of Organizational Maturity Assessment Models-II

PMF Process Maturity Framework This model provides a framework for organizational process maturity. The five areas that the assessment
should focus on are:
- Vision and Steering
- Process
- People
- Technology
- Culture
The major levels of PMF are the following: Initial (Level 1), Repeatable (Level 2), Defined (Level 3), Managed
(Level 4), Optimizing (Level 5).
SOAMM Service Oriented Architecture Maturity
Model
The purpose of this model is support of gradual process of acceptance of SOA and provision of example
methods. This model focuses on services maturity in accordance to SOA. SOA is an approach to designing,
implementing, and deploying information systems such that the system is created from components
implementing discrete business functions. SOAMM levels are as the following;
- New: Functionality
- Cost Reduction
- Business Responsiveness
- Business Transformation
- Business Optimization
Variety Of Organizational Maturity Assessment Models-III

SIMM Service Integration Maturity Model The Service Integration Maturity Model (SIMM) is a paradigm developed by IBM that defines the extent to
which various services are integrated in a service-oriented architecture (SOA)The purpose of this model like
SOAMM is support of gradual process of acceptance of SOA and provision of example methods. The
difference between this model with SOA is that the model does not talk about maturity, but rather focus on
the maturity model integration service. SIMM evaluates or addresses questions on seven important facets
of IT/business capabilities:
1. Business: It evaluates the execution of business processes and determines how well it is understood and
how it is going to be designed and implemented.
2. Organization: How effectively is the organization focusing on activities?
3. Methods: What methodologies are employed to create effective solutions?
4. Applications: What are the applications composed?
5. Architecture: What is the architectural approach to support business needs?
6. Infrastructure: How capable is the IT plant?
7. Information: How is it accessed and how is it made accessible in the organization?
Yet there are more models such as Capability Maturity Model Integration (CMMI), E-learning Maturity Model (EMM), Open Source Maturity
Model (OSMM), Smart Grid Maturity Model (SGMM), Testing Maturity Model (TMM), Dynamic Architecture
Maturity Model (DAMM), … .
Variety Of Organizational Maturity Assessment Models-IV

PCMM- Introduction- What Is It-I
• What is PCMM (People Capability Maturity Model):
Is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. It
describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined, and continuously
improving development of the knowledge, skills, and motivation of the workforce that enhances strategic business performance. The People
Capability Maturity Model (People CMM) is a framework that helps organizations successfully address their critical people issues. Based on the
best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides
organizations in improving their processes for managing and developing their workforces. The People CMM helps organizations characterize the
maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions,
integrate workforce development with process improvement, and establish a culture of excellence. Since its release in 1995, thousands of copies
of the People CMM have been distributed, and it is used worldwide by organizations, small and large. The People CMM has been implemented
and used in companies such as Boeing, Ericsson, Lockheed Martin, Novo Nordisk, IT A/S, and Tata Consultancy Services The steps of gradual
progress of PCMM is as the following;
- Characterize the maturity of their workforce practices.
- Set priorities for immediate action
- Integrate workforce development with process improvement
- Become an employer of choice
In order to measure and improve capability, the workforce in most organizations must be divided into its constituent workforce competencies.
Each workforce competency represents a unique integration of knowledge, skills, and process abilities acquired through specialized education or
work experience. Strategically, an organization wants to design its workforce to include the various workforce competencies required to perform
the business activities underlying its core competency.

PCMM- Introduction- What Is It-II
• What is PCMM (People Capability Maturity Model):
The philosophy implicit the People CMM can be summarized in ten principles:
1. In mature organizations, workforce capability is directly related to business performance.
2. Workforce capability is a competitive issue and a source of strategic advantage.
3. Workforce capability must be defined in relation to the organization’s strategic business objectives.
4. Knowledge-intense work shifts the focus from job elements to workforce competencies.
5. Capability can be measured and improved at multiple levels, including individuals, workgroups, workforce competencies,
and the organization.
6. An organization should invest in improving the capability of those workforce competencies that are critical to its core
competency as a business.
7. Operational management is responsible for the capability of the workforce.
8. The improvement of workforce capability can be pursued as a process composed from proven practices and procedures.
9. The organization is responsible for providing improvement opportunities, while individuals are responsible for taking
advantage of them.
10. Since technologies and organizational forms evolve rapidly, organizations must continually evolve their workforce
practices and develop new workforce competencies.

PCMM- Introduction- Why-I
• Why Do We Need a People CMM:
Forty years ago people feared that technology would reduce the need for educated workers, leaving large segments of the
population unemployed. The opposite occurred. In fact, the demand for educated workers exceeds the supply. In the
knowledge economy, companies are competing in two markets, one for its products and services and one for the talent
required to develop and deliver them. With current low unemployment, the talent market is all the more competitive.
Recruiting and retention are now as important as production and distribution in the corporate business strategies of
knowledge-intense companies. Although most companies understand the importance of attracting and retaining talent, many
lack a coherent approach to achieving their talent goals. Further, most lack a vision of how to integrate a system of practices to
achieve their workforce objectives. The practices required to attract, develop, and retain outstanding talent have been
understood for decades. There are seven principles of workforce management that distinguished companies exhibiting the
largest percentage stock market returns over the past quarter century. These principles included:
1. employment security,
2. selective hiring of new personnel,
3. self-managed teams and decentralization of decision making,
4. comparatively high compensation contingent on organizational performance,
5. extensive training,
6. reduced status distinctions and barriers, and
7. extensive sharing of financial and performance information.

PCMM- Introduction- Why-II
• Why Do We Need a People CMM:
These principles characterize organizations that no longer expect employees to merely execute orders, but rather to act as
independent centers of intelligent action coordinated toward a common purpose. Deep technical and business knowledge is
required to make rapid decisions that are not only correct, but are also consistent with decisions made by colleagues.
Recruiting for outstanding technical talent is critical, but it is not enough since business knowledge can only be developed
within an organization. Thus, the development and coordination of a modern workforce requires an integrated set of
practices that address attracting, developing, organizing, motivating, and retaining outstanding individuals.
The Need for an Agile
Workforce

PCMM- Levels
• PCMM levels:
A maturity level represents a new level of
organizational capability created by the
transformation of one or more domains of an
organization’s processes. The People CMM
consists of five maturity levels that establish
successive foundations for continuously
improving individual competencies, developing
effective teams, motivating improved
performance, and shaping the workforce the
organization needs to accomplish its future
business plans. Each maturity level is a well-
defined evolutionary plateau that
institutionalizes new capabilities for developing
the organization's workforce. By following the
maturity framework, an organization can avoid
introducing workforce practices that its
employees are unprepared to implement
effectively. The People CMM stages the
implementation of increasingly sophisticated
workforce practices across these maturity levels.
With the exception of the Initial Level, each
maturity level is characterized by a set of
interrelated practices in critical areas of
workforce management. When institutionalized
and performed with appropriate regularity,
these workforce practices create new
capabilities within the organization for
managing and developing its workforce.

PCMM- Level 1- Initial
• The Initial Level Maturity Level 1:
Organizations at the Initial Level of maturity usually have difficulty retaining talented individuals. Even though many low maturity
organizations complain about a talent shortage, the inconsistency of their actions belies whether they actually believe it. Low
maturity organizations are poorly equipped to respond to talent shortages with anything other than slogans and exhortations.
Despite the importance of talent, workforce practices in low maturity organizations are often ad hoc and inconsistent. In some areas,
the organization has not defined workforce practices, and, in other areas, it has not trained responsible individuals to perform the
practices that exist. Organizations at the Initial Level typically exhibit four characteristics:
1. Inconsistency in performing practices,
2. Displacement of responsibility,
3. Ritualistic practices, and
4. An emotionally detached workforce.
Generally managers and supervisors in low maturity organizations are ill prepared to perform their workforce responsibilities.
Their management training is sparse and, when provided, tends to covers only those workforce practices with the greatest legal
sensitivity. The organization may typically provide forms for guiding workforce activities such as performance appraisals or position
requisitions. However, too often little guidance or training is offered for conducting the activities supported by these forms.
Consequently, managers are left to their own devices in most areas of workforce management. They perceive management to be
about producing results, not about producing people who produce results. Although managers in low maturity organizations accept
responsibility for the performance of their unit, many do so without understanding how to manage the collective performance of
those in the unit. From the perspective of the People CMM, individuals own responsibility for developing their knowledge and skills.
However, management owns responsibility for ensuring that the people in a unit have the skills required to perform their work and
for providing opportunities to develop these skills. In immature organizations, many workforce practices are performed with little or
no analysis of their impact. Improvement programs guided by the People CMM are most often initiated when an organization faces a
talent shortage exacerbated by an inability to attract or retain talented individuals. The first step in changing this state of affairs is to
get managers to take responsibility for the capability and development of those who report to them.

PCMM- Level 2- Managed-I
• The Managed Level Maturity Level 2:
The workforce practices implemented at the Managed Level focus on activities at the unit level. The first step toward improving the
capability of the workforce is to get managers to take workforce activities as high priority responsibilities of their job. They must
accept personal responsibility for the performance and development of those who perform the unit’s work. The practices
implemented at Maturity Level 2 focus a manager’s attention on unit-level issues such as staffing, coordinating commitments,
providing resources, managing performance, developing skills, and making compensation decisions. Building a solid foundation of
workforce practices within each unit provides the bedrock on which more sophisticated workforce practices can be implemented at
higher levels of maturity. An important reason for initially concentrating on practices at the unit level is founded on the frequent
failure of organization-wide improvement programs. These programs often fail because they were thrust on an unprepared
management team. That is, managers were struggling with problems that were not addressed by organizational changes. They often
lacked the experience and skill needed to implement sophisticated practices. Consequently, Maturity Level 2 focuses on establishing
basic practices within units that address immediate problems and prepare managers for implementing more sophisticated practices at
higher levels. If people are unable to perform their assigned work, sophisticated workforce practices will be of little benefit to
individuals or the organization. In a Maturity Level 2 organization, managers are vigilant for any problems that hinder performance in
their units. Frequent problems that keep people from performing effectively in low-maturity organizations include:
• ❑ Work overload
• ❑ Environmental distractions
• ❑ Unclear performance objectives or feedback
• ❑ Lack of relevant knowledge, or skill
• ❑ Poor communication
• ❑ Low morale

PCMM- Level 2- Managed-II
• The Managed Level Maturity Level 2:
The effort to ensure that workforce practices are performed in each unit begins when executive management commits the
organization to continuously improve the knowledge, skills, motivation, and performance of its workforce. Executive management
manifests these commitments in policies and provides the resources needed to support unit-level implementation of basic workforce
practices. Executive management reinforces this commitment by performing basic workforce practices with their immediate reports
and by subsequently holding all managers accountable for the performance of workforce practices within their respective units. In
applying the People CMM it is important to distinguish between management and managers. There are responsibilities that need to
be managed and there are people called managers, but there is no required one-to-one mapping between them. At any level of
maturity, some, perhaps many, workforce practices may be performed by individuals or groups who are not “managers”. As the
organization matures beyond Maturity Level 2, an increasing number of workforce practices will be performed by someone other than
a manager. As an organization achieves Maturity Level 2, units become stable environments for performing work. Units are able to
balance their commitments with available resources. At Maturity Level 2, an organization’s capability for performing work is best
characterized by the capability of units to meet commitments. This capability is achieved by ensuring that people have the skills
needed to perform their assigned work and that performance is regularly discussed to identify actions that can improve it. At Maturity
Level 2, the People CMM addresses one of the most frequent causes of turnover-poor relations with their boss. When people begin to
see a more rational work environment emerge in their unit, their motivation to stay with the organization is enhanced. As their
development needs are addressed, they begin to see the organization as a vehicle through which they can achieve their career
objectives.
Better
Individual
understanding
Better
Managers
understanding
Better
Relations
Better
Environment
begin to see the
organization as a
vehicle through
which they can
achieve their
career objectives.

PCMM- Level 3- Defined- I
• The Defined Level- Maturity Level 3:
Organizations at the Repeatable Level find that, although they are performing basic workforce
practices, there is inconsistency in how these practices are performed across units and little
synergy across the organization. The organization misses opportunities to standardize workforce
practices because the common knowledge and skills needed for conducting its business activities
have not been identified. Also there is no requirement at Maturity Level 2 for identifying
common attributes among these skills across units or for determining the practices that are most
effective in developing them. Once a foundation of basic workforce practices has been
established in the units, the next step is for the organization to develop an organization-wide
infrastructure atop these practices that ties the capability of the workforce to strategic business
objectives. The primary objective of the Defined Level is to help an organization gain a
competitive advantage from developing the various competencies that must be combined in its
workforce to accomplish its business activities. These workforce competencies represent critical
pillars supporting the strategic business plan, since their absence poses a severe risk to strategic
business objectives. In tying workforce competencies to current and future business objectives,
the improved workforce practices implemented at Maturity Level 3 become critical enablers of
business strategy. The concept of workforce competencies implemented in the People CMM
differs from the concept of “core competency”. In the People CMM, workforce competencies
reside one level of abstraction below an organization’s core competency, as shown in Figure
below Each workforce competency represents a distinct integration of the knowledge, skills, and
process abilities required to perform some of the business activities contributing to an
organization’s core competency.
Core Competencies
Workforce Competencies
Knowledge, skills, and
process abilities
Hierarchy of Competency
Abstractions

PCMM- Level 3- Defined- II
• The Defined Level- Maturity Level 3:
By defining process abilities as a component of a workforce competency, the People CMM becomes linked with the process frameworks
established in other CMMs and with other process based methods, such as business process reengineering. A process ability is demonstrated by
performing the competency-based processes appropriate for someone at an individual’s level of development in the workforce competency. To
define the process abilities incorporated in each workforce competency, the organization defines the competency-based processes that an
individual in each workforce competency would be expected to perform in accomplishing their committed work. Within a workforce
competency, a competency-based process defines how individuals apply their knowledge, perform their skills, and apply their process abilities
within the context of the organization’s defined work processes. At Maturity Level 3, the organization builds an organization-wide
framework of workforce competencies that establishes the architecture of the organization’s workforce. Workforce practices become
mechanisms through which this architecture is continually realigned with changes in business objectives. Since workforce
competencies are strategic, the organization must develop strategic workforce plans for ensuring the required capability in each of its
current or anticipated workforce competencies. These plans identify the actions to be taken in acquiring and developing the level of
talent needed in each workforce competency. The People CMM makes no assumption about whether the organization sustains these
workforce competencies internally or acquires them through partnerships, alliances, independent contracting, or outsourcing. The
members of the organization’s workforce who share common knowledge, skills, and process abilities of a particular workforce
competency constitute a competency community. The capability of an organization’s business processes is, in part, determined by the
extent to which competency communities can translate their collective knowledge, skills, and process abilities into work performance.
Maturity Level 3 establishes the infrastructure for defining measures of capability, in preparation for capability being quantitatively
managed at Maturity Level 4. When the processes to be performed by each workforce competency are defined, the organization has a
new foundation for developing workgroups. Competent professionals demand a level of autonomy in performing their work. To best
utilize competent professionals, the organization must create an environment that involves people in decisions about their business
activities. Decision-making processes are adjusted to maximize the level of competency applied to decisions, while shortening the time
required to make them. Individuals and workgroups should be provided with the business and performance information needed to
make competent decisions. common organizational culture typically develops as the organization achieves the Defined Level. This
culture is best described as one of professionalism, since it is built from common understanding of the knowledge and skills that need
to be developed to achieve superior levels of performance and a definition of the competency-based processes that such individuals
perform. The workforce practices implemented at Maturity Level 2 are now standardized and adapted to encourage and reward growth
in the organization’s workforce competencies.

PCMM- Level 4- Quantitatively Managed- I
• The Quantitatively Managed Level- Maturity Level 4:
An organization at the Defined Level has established an organizational framework for developing its workforce. At the quantitative
Level, the organization manages and exploits the capability created by its framework of workforce competencies. The organization is now
able to. manage its capability and performance quantitatively. The organization is able to predict its capability for performing work
because it can quantify the capability of its workforce and of the competency-based processes they use in performing their assignments.
The framework of workforce competencies enables the organization to better exploit the capabilities of its workforce. There are at least
three ways in which this framework can be exploited. First, when competent people perform their assignments using proven competency
based processes, management trusts the results they produce. This trust enables the organization to preserve the results of performing
competency-based processes and develop them as organizational assets to be reused by others. In essence, people trust the asset
because they trust the methods through which it was produced. When these assets are created and used effectively, learning spreads
more rapidly through the organization and productivity rises when reuse replaces redevelopment. Second, this trust also gives managers
the confidence they need to empower workgroups. Managers will transfer responsibility and authority for committed work into
workgroups only if they believe the members of the workgroup are competent to perform the work and use processes that have been
proven effective. When the organization achieves Maturity Level 3, the conditions required for empowerment competent people,
effective processes, and a participatory environment are established. In achieving Maturity Level 4, management senses less risk in
empowering workgroups and is willing to delegate increasingly greater levels of authority for managing day-to-day operations and for
performing some of their own workforce practices. Increasingly free of managing operational details, managers at Maturity Level 4 are
able to turn their attention to more strategic issues. Third, when members of each workforce competency community have mastered their
competency-based processes, the organization is able to integrate different competency-based processes into a single multidisciplinary
process. At Maturity Level 3, individuals performing different competency based processes manage their mutual dependencies by defining
points of coordination. However, their competency-based work is performed largely in isolation of each other’s competency-based
processes. However, when competency-based processes have been institutionalized, the organization can begin integrating different
competency-based processes into a multidisciplinary process that better integrates the work of several workforce competencies. An
example would be the integration of software and hardware design processes into a single product design process where the different
competency-based processes are interwoven at every point where they share a potential dependency. Such multidisciplinary processes
have proven to accelerate business results.

PCMM- Level 4- Quantitatively Managed-II
• The Quantitatively Managed Level- Maturity Level 4:
The creation and use of these baselines and associated measures is similar to
methods underlying Six Sigma programs. Although Six Sigma techniques can be used at
any level of maturity, the full sophistication of a Six Sigma approach is best enabled at
Maturity Level 4. Members of a competency community have immediate data for
evaluating their performance and deciding on the need for corrective actions. The
immediate availability of process performance data also contributes to the rationale for
empowering workgroups to manage their business activities. The organization uses the
data generated by competency-based processes to establish process capability baselines
for its critical competency-based processes. These baselines can be used for planning,
for targeting improvements, and for predicting the organization’s capacity for work. The
organization evaluates the impact of workforce practices and activities on the capability
of competency-based processes and takes corrective action when necessary. process
capability baselines and associated analyses are used as inputs for workforce planning.
The combined availability of workforce capability baselines and process capability
baselines for competency-based processes enables both unit and organizational
performance to become more predictable. These data allow management to make more
accurate predictions about future performance and better decisions about tradeoffs
involving workforce capability or process performance issues. The quantitative
management capabilities implemented at Maturity Level 4 provide management with
better input for strategic decisions, while encouraging delegation of operational details
to those at lower organizational levels.

PCMM- Level 5- Optimizing
• The Optimizing Level- Maturity Level 5:
At the Optimizing Level, the entire organization is focused on continual improvement. These
improvements are made to the capability of individuals and workgroups, to the performance of
competency-based processes, and to workforce practices and activities. The organization uses the
results of the quantitative management activities established at Maturity Level 4 to guide
improvements at Maturity Level 5. Maturity Level 5 organizations treat change management as an
ordinary business process to be performed in an orderly way on a regular basis. Although several
individuals may be performing identical competency-based processes, they frequently exhibit
individual differences in the methods and work styles they use to perform their assignments. At
Maturity Level 5, individuals are encouraged to make continuous improvements to their personal
work processes by analyzing their work and making needed process enhancements. Similarly,
workgroups are composed of individuals who each have personalized work processes. To improve
the capability of the workgroup, these personal work processes must be integrated into an effective
operating procedure for the workgroup. Improvements at the individual level should be integrated
into improvements in the workgroup’s operating process. Mentors and coaches can be provided to
guide improvements at both the individual and workgroup levels. Simultaneously, the organization
continually seeks methods for improving the capability of its competency-based processes. Inputs
for potential improvements to workforce practices come from many sources. They can come from
lessons learned in making improvements to the workforce activities within a unit, from suggestions
by the workforce, or from the results of quantitative management activities. The organization
continually evaluates the latest developments in workforce practices and technologies to identify
those with the potential to contribute to the organization’s improvement objectives. Data on the
effectiveness of workforce practices that emerged from quantitative management activities are
used to analyze potential performance improvements from innovative workforce practices or
proposed changes to existing practices. Innovative practices that demonstrate the greatest
potential for improvement are identified and evaluated in trial applications. If they prove effective,
they are deployed throughout the organization.

PCMM- Process Area
Process Area A cluster of related practices that, when performed collectively, satisfy a set of goals that
contribute to the capability gained by achieving a maturity level.
1
Optimizing
Predictable
Defined
Managed
Initial
2
Staffing
Compensation Training and Development Performance Management Work
Environment Communication and Coordination
3
Participatory Culture Competency-Based Practices Career Development Competency
Development Workforce Planning Competency Analysis
4
Mentoring Competency-Based Assets Organizational Capability Management Quantitative
Performance Management Empowered Workgroups Competency Integration
5
Continuous Workforce Innovation Organizational Performance Alignment Continuous
Capability Improvement

PCMM- Process Area- Level 1 & 2
Work
Environment
Staffing Compensation
Performance
Management
Communication
& Coordination
Training and
development
Relationships among Maturity Level 1 & 2 process areas

PCMM- Process Area- Level 3
Competency
Analysis
Relationships among Maturity Level 3 process areas
Workgroup
Development
Competency
Development
Career
Development
Competency
Based Practices
Workforce Planning
Participatory
Culture

Quantitative
Performance
Management
Relationships among Maturity Level 4 process areas
Organizational
Capability
Management
Competency
Integration
Empowered
Workgroups
Mentoring
Competency
Based Assets

Continuous
Workforce
Innovation
Relations among Maturity Level 5 process areas
Organizational
Performance
Alignment
Continuous
Capability
Improvement

PCMM- Process Area- Threads
Process Threads in the People CMM

The Architecture & Process Of PCMM
Structure of the People CMM Process Areas of the People CMM

PCMM Local Heads Up
PCMM Levels Possible Local Required Heads Up
Level 1 Initial - Resistance if needed education and information sharing did not take place.
- Staffing should be upon right HR and organizational standards.
- Training should be tailor made not general or else it will be accused of being just
theory not practical.
- All organizational and specially non-organizational groups should be identified
including their Pros and Cons.
- Needed comforts toward who feel unsecure should be extended.
Level 2 Managed - Right meaning of flat organization and team works should be in place and everybody
should have the maturity of teamwork, self management and at the same time unit
manager value and place should be understood.
Level 3 Defined - Company or organization history and background refinery should happened at least
from two years back since in this stage many managers and units responsibility and
authorities replacement will be obvious and there are possibilities of conflicts. All the
tools which would create misuse should be corrected or omitted already.

PCMM Local Heads Up
PCMM Levels Possible Local Required Heads Up
Level 4 Quantitatively
Managed
- The conflict between personal benefits and organizational benefits should be predicted
and addressed with sophisticated solutions in advance.
Level 5 Optimizing - By now organization should be system oriented since still there are risks of deviation
upon old habits of human factors.

Organizational maturity model pcmm

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